""I was at the epicentre of what looked like a crisis," he recalls. "But we never saw it as a crisis. We saw it as an opportunity. The consumer was talking about us. Our job was to channel that conversation back to the jeans.""
""I've got a board and an executive team who let me jump off the cliff. That's crucial. If you're going to take risks, you need to know your company will support you.""
""That doesn't happen often," he says, "but it was a reminder that marketing isn't a side hustle. When it works, it's fundamental.""
Craig Brommers reframed a social-media firestorm as an opportunity to drive attention back to product rather than a reputational crisis. Trade press skepticism and consultant warnings did not deter the campaign because the executive team and board provided clear support for risk-taking. The campaign generated more than 40 billion impressions, sold out The Sydney Jean almost instantly, brought in over one million new customers, and triggered a 34% single-day stock surge. Brommers' prior experience at Nike, Gap and Calvin Klein shaped a willingness to blur culture and commerce and to lead category innovation.
Read at The Drum
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